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Abstract

The Project Management Office (PMO) is a relatively recent phenomenon, but over
the last 10 to 15 years it has become a prominent feature in many organisations.
Despite its proliferation, no consensus exists on how the PMO is best structured, what
functions it should perform and, of particular importance, what value does the PMO
contribute to the organisation.
This research has been carried out to advance the existing body of knowledge in this
field, specifically in relation to what functions the PMO performs in delivering value
to the organisation. Using knowledge gleaned from the existing body of research in
this field, the author has created the PMO Value Framework, a theoretical framework
used to describe the functions or roles performed by PMOs. These roles are referred
to as the PMO Value Roles. The author¿s hypothesis is that it is through performing
these roles that the PMO delivers value to the organisation and as the PMO¿s ability
to perform these roles improves the value delivered will increase.
Using multiple case studies to test the theory the research found that PMOs perform
the PMO Value Roles to different degrees and it is through performing these that the
PMO delivers value to the organisation. Further, through improving the effectiveness
of each role the PMO contributes to improving the project management competency
within the organisation and thus helps develop organisational project management
maturity. The PMO needs to develop a more significant strategic role within the
organisation and is well placed to do so.

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